of feedback from colleagues, and does not offer Team Role feedback. Much early research is based upon this now obsolete version of the inventory. In the initial research, eight team-role behavioural styles were identified -- Chairman, Shaper, Plant, Monitor-Evaluator, Company Worker, Resource Investigator, Team Worker, and Completer-Finisher. The current schema has been refined to include a ninth style -- Specialist—and in addition has renamed the Chairman behavioural style Co-ordinator and the Company Worker style Implementer (probably more for reasons of 'political correctness' rather than any identified changes in behaviour of people in these classifications). Belbin now administers the refined Belbin Team Inventory via e-interplace, a computerised system which scores and norms the data to produce feedback reports for individuals, teams, groups and jobs. Meredith Belbin argues that the optimum size for a team is 4 people. Beyond this number, individuals do not work closely enough together to constitute a team and are defined as a group. Data from the Belbin Team Inventory can also be amalgamated and interpreted to assess how effectively a team is likely to work together, including selecting the best candidate to fulfil each role, and identifying gaps and overlaps in the Team Role distribution which might affect a team's success. The Belbin Team Inventory can also be used in conjunction with the Belbin Job Requirements Inventory to assess a candidate's behavioural performance in a particular job. Belbin Team Roles Plant Plants are creative, unorthodox and generators of ideas. If an innovative solution to a problem is needed, a Plant is a good person to ask. A good Plant will be bright and free-thinking. Plants can tend to ignore incidentals. The Plant might be caricatured as the absent-minded professor/inventor, and often has a hard time communicating ideas to others. Multiple Plants in a team can lead to misunderstandings, as many ideas are generated without sufficient discernment or the impetus to follow the ideas through to action. Plants can also create problems with the timing of their ideas. The fact that the team has decided on a valid way forward and is now in the implementation stage will not stop the Plant from coming up with new solutions and disrupting the implementation process. Belbin observed, "We called these clever people plants, because the chaps at Henley insisted we plant one in each group". Resource Investigator The Resource Investigator gives a team a rush of enthusiasm at the start